It’s time to Rock the Boat - Institute of Directors Scotland, Article

ROCK THE BOAT: A sailing idiom with a business message. Ironically, in today’s challenging business climate, it could be argued that contrary to sailing convention, it is those that DON’T rock the boat from time to time and challenge how they operate, and why, who will flounder, while those that do will sail on smoothly. Read our full article and accompanying case study, featured in the most recent edition of the Institute of Directors Scotland, magazine.

Companies that have entrusted their Talent Engagement and leadership development strategies to Rock the Boat Consulting have certainly sailed smoother waters after working with the company. Headed up by managing director Fraser Murray, its team of coaches and training facilitators have wide cross-discipline experience in developing leaders and maximising the potential of individuals in ways that will transform the way you do business.

In every organisation, the key to its success has to be the effectiveness of its people: how well your team functions is the difference between success and failure. Rock the Boat Consulting will help unblock poor performance and maximise potential at every level - from senior board members to key players within the organisation.

Rock the Boat achieves results by getting to know its clients first. Our people go into the organisation and ask a simple question: what keeps you up at night?” said Fraser, “What’s the goal of the organisation and how does it measure success? The answers sometimes surprise but always give us a feel for the operation, for where it’s going and what it wants to achieve.” “It’s important for us to take the time to get behind the client’s needs and wants and really absorb the culture of the organisation quickly in order to offer the very best solution for that client. At that early stage we also engage with stakeholders to discuss what deliverable outputs our solutions will offer and ensure these are clearly linked to what success will look like for that client.

“We operate across all sectors of business - clients range from major global financial institutions to utility giants, national charities to leading airlines - and all are looking for something different from us, but we have pulled together a team who are all experts in talent and leadership assessment, development, coaching and mentoring. We don’t claim to do it all, however: we only offer our clients the products in which we are exceptional. Customers are guaranteed deep expertise in their field, ensuring you get the most out of your ‘human capital’.”

There are a number of coaching, training and consultancy firms operating in the sector who would claim that they could achieve similar results: what makes Rock the Boat so different? “We believe in establishing long-term partnerships with our clients and the only way to do that is to offer exceptional service and, more importantly, deliver results. Of course we want people to enjoy our development programmes and coaching but for us the most important aspect is that these interventions are transformational for both the individual and our client. There has to be sustained change back in the workplace. How can Rock the Boat be so sure they will achieve this? “When it comes to coaching, clients can’t use smoke and mirrors to duck out of answering the challenging questions from our coaches around what they are doing differently. Our coaching is not about cosy chats it’s about CHANGE. When delivering leadership development programmes delegates are challenged at the end of workshops ‘What are you going to commit to as a result of your learning today?’  At subsequent workshops they are again challenged to discuss ‘What have you done differently as a result of your learning and what results have you had?’ “The important thing from our point of view is that clients see that our coaching, development programmes and what we are looking to achieve are transparent: we’re looking for actual results as much as the clients are.”

To sum up, what’s the overall message the company wants to get across to the IoD? “We’re looking to help you achieve peak commercial performance by maximising your most important asset: your people!
“We believe that our range of assessment, development, coaching and mentoring techniques, delivered by experienced and seasoned experts in the context in which your organisation operates, will help you achieve just that.”

Case study: Flybe

Empowering staff across the board
HOW does the Rock the Boat philosophy translate into action? For the UK’s Number One Domestic airline, Flybe, using Rock the Boat’s facilitators and coaches has helped to transform the way its middle managers operate, as Fraser explains. “After the acquisition of BA Connect in 2007 Flybe faced the enormous challenge of integrating managerial staff from both organisations and establishing consistency, best practice and a single culture across the company. “Many pockets of excellence existed within Flybe and the airline wanted to extend these and raise the bar across all areas of leadership performance to manage this dramatic growth,” he said. “For example, Flybe wanted to empower middle managers with more decision-making and to take greater ownership of issues; and the senior team was keen to ensure that managers were given the proper support to develop the skills and the confidence required to make this a reality.”

The airline employs more than 3,000 staff across its regional bases and has its head office at Exeter International Airport. With pilots, engineers, cabin crew and ground services spread across 14 bases throughout the UK, managers needed the skills to deal with situations remotely. The 12-month ‘Flybe Leader’ programme has provided them with the tools and techniques to enhance managerial performance. The programme was sponsored by the Flybe Operating Board, and Rock the Boat consultants worked with key influencers within the business, including HR, to create a bespoke programme, which is delivering exceptional results. The middle management team’s internal network has been strengthened to work more consistently across what is a very diversely skilled organisation. An added bonus has been a reduction in sickness absence and staff turnover and, with more decisions now able to be taken more effectively by middle management, those at senior level have been freed up to better optimise their time.

Overall the ‘Flybe Leader’ programme has helped to invigorate the middle management team by increasing their confidence and overall performance.